DSO Reduction for Improved Cash Flow
Our client had a DSO of 62 days, causing cash flow delays and rising debt. They needed to minimize DSO, reduce their liabilities and boost cash flow to be able to invest in their company’s growth.
Our financial expertise in performance improvement netted our client a decrease in their DSO by ten days, recovery of six million dollars’ worth of revenue leakage, a reduction of non-billable overtime by twenty-five percent, and a lowering of re-billable credit memos by fifty percent.
Read on for more information on how we successfully delivered a positive outcome for our client.
Our client, a multinational corporation that specializes in industrial services, had a days sales outstanding (DSO) of 62 days, which resulted in delays in cash flow and increased debt. They needed to immediately decrease their DSO and enhance their revenue in order to lower their debt and improve their ability to invest in the expansion of their firm.
Our multi-disciplined team was deployed to identify the root causes of delays from opportunity-to-order to order-to-cash.
Our subject matter experts in operational effectiveness, process improvement, billing, accounts receivable, and cash applications, payroll, and technology, developed and implemented execution roadmaps to remediate the issues causing delay.
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